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EARLY LEADERSHIP THEORIES

•   TRAIT THEORIES

•   BEHAVIORAL THEORIES

•   SITUATIONAL OR CONTINGENCY THORIES

CONTEMPORARY LEADERSHIP THEORIES

•   TRANSACTIONAL LEADERSHIP STYLE

•   TRANFORMATIONAL LEADERSHIP STYLE

•   SERVANT LEADERSHIP

•   EMOTIONAL INTELLIGENCE (EQ) IN NURSING LEADERSHIP

•   MULTIPLE INTELLIGENCES IN NURSING LEADERSHIP

•   QUANTUM LEADERSHIP

•   focused on leadership traits

A. TRAIT THEORIES

•   assumes that a person must have certain innate abilities or personality traits in order to be a leader

A. TRAIT THEORIES

-assumes that the capacity for leadership is inherent, great leaders are born, not made

1) Great Man Theory

-assumes that people inherit extraordinary qualities and traits that make them better suited to leadership

2) Trait Theory

Two common traits of a leader:

•   Positive Traits

•   bring people to progress

•   cheerful, forgiving, intelligent, good looking men and women among others

• Negative Traits

•   take people to destruction

•   they destroy rather than build

• Traits

•   bring people to progress

Positive Traits

• Traits

•   cheerful, forgiving, intelligent, good looking men and women among others

•   Positive Traits

• Traits

•   take people to destruction

• Negative Traits

• Traits

•   they destroy rather than build

• Negative Traits

Traits of a leader (Reeves, 2001)

-Emotional stability and composure

-Admitting error

-Good interpersonal skills

-Intellectual breadth

 Theory

- determine whether or not a person can be an effective leader

3) Individual Character Theory

•   concerned with what leaders did and act than who the leader is

B. BEHAVIORAL (EARLY LEADERSHIP THEORIES

•   based upon the belief that leaders are made not born, people can be taught to become leaders through experience and observation

B. BEHAVIORAL (EARLY LEADERSHIP THEORIES

- categorized Leadership Styles:

AUTOCRATIC 

- highly directive, with the

leader maintaining strict control over decisions and processes

-with minimal to no input from others

ex. Napoleon Bonaparte and Queen Elizabeth

DEMOCRATIC

 - encourages participation,collaboration, and open communication

• are people oriented

•   leads to increased productivity and job satisfaction

LAISSEZ-FAIRE

 - leaders are loose andpermissive

•   foster freedom for everyone and want them to feel good

•   results in low productivity and employee frustration

1) Kurt Lewin

- developed Field Theory of Human Behavior (1951)

1) Kurt Lewin

people act the way they do depending on self-perceptions & their environment;

1) Kurt Lewin

- highly directive, with the

leader maintaining strict control over decisions and processes

AUTOCRATIC 

-with minimal to no input from others

AUTOCRATIC 

ex. Napoleon Bonaparte and Queen Elizabeth

AUTOCRATIC 

 - leaders are loose andpermissive

LAISSEZ-FAIRE

•   results in low productivity and employee frustration

LAISSEZ-FAIRE

•   foster freedom for everyone and want them to feel good

LAISSEZ-FAIRE

 - encourages participation,collaboration, and open communication

DEMOCRATIC

• are people oriented

DEMOCRATIC

•   leads to increased productivity and job satisfaction

DEMOCRATIC

•   studied patterns of reasoning

2) Chris Argyris (1923 - 2013)

• developed the concepts:

•   Ladder of Inference

•   Double Loop Learning

2) Chris Argyris (1923 - 2013)

- examined technology and its impact to the world and reaction of changes in society

3) Alvin Toffler (1928- 1981)

•   best known for his development of the Likert Scales, and Linking Pin Model

4) Rensis Likert (1903 - 1981)

•   Likert's (4) Four Types of Management
  Systems:

1.   Exploitative - Authoritative

2.   Benevolent - Authoritotive

3.   Consultative

4.   Participative

- developed the Managerial Leadership Grid

5) Robert R. Blake (1918 - 2004) & Jane Monton (1930 - 1987)

- a set of values and attitudes with which the individual or group has to deal in a process of activity and with regard to which this activity is planned and its result appreciated

Situation

 leaders should adapt their style to follower development style

(or maturity), b

1) Paul Hersey (1931 - 2012) & Kenneth Blanchard (1939 - )

 based on how willing the follower is to perform required tasks

1) Paul Hersey (1931 - 2012) & Kenneth Blanchard (1939 - )

- developed his theory around the premise that leaders personal characteristics are stable and therefore is the leadership style

2) Fred Fiedler (1922 - 2017)

 (3) three aspects of the situation that needs to be considered:

Leader- member relation

Task structure

Position power

2) Fred Fiedler (1922 - 2017)

-refers to how well the managers and the workers get along

Leader- member relation

-refers to how the nature of the job to be done is highly structured or fairly unstructured or somewhere in between

Task structure

-refers to how much legitimate authority does the leader - manager possess

Position power

- provides a set of rules or norms that determine how participatory a leader should be when making decisions

Vrooms Participative Model

Vrooms Participative Model - provides a set of rules or norms that determine how participatory a leader should be when making decisions

3) Victor Harold Vroom (1932 - 2023) & PhillipYetton

- proposed the Path-Goal Theory of Leadership in 1970's

4) Robert House

•   a leader adopts a certain leadership style as described:

•   Directive leadership

•   Supportive leadership

•   Participative leadership

•   Achievement - oriented leadership

4) Robert House

4) Robert House

•   a leader adopts a certain leadership style as described:

•   Directive leadership

•   Supportive leadership

•   Participative leadership

•   Achievement - oriented leadership

- focus on maintenance and management of ongoing and routine work

A. TRANSACTIONAL LEADERSHIP

-encompasses (4) four types of behavior

-CONTINGENT REWARD

•   MANAGEMENT BY EXCEPTION (MBE

•   ACTIVE MANAGEMENT BY EXCEPTION

•   LAISSEZ-FAIRE LEADERSHIP

A. TRANSACTIONAL LEADERSHIP

-the most effective and beneficial leadership behavior to achieve long-term success and   improve performance

B.TRANSFORMATIONAL LEADERSHIP

-coined by Robert Greenleaf

C.SERVANT LEADERSHIP

-the core premise of this model is that a leader's primary goal is to SERVE OTHERS

C.SERVANT LEADERSHIP

C.SERVANT LEADERSHIP

coined by

Robert Greenleaf

C.SERVANT LEADERSHIP

the core premise of this model is that a leader's primary goal is to

-SERVE OTHERS

is a person’s self-awareness, self-confidence, self-control,     commitment and integrity

Emotional Intelligence

-a person’s    ability to communicate, influence, initiate change and accept change (Daniel Goleman, 1998)

Emotional Intelligence

-Emotional Intelligence (EQ) Model outlines (5) five core elements:

-SELF-AWARENESS

-SELF-MANAGEMENT/SELF-REGULATION

-MOTIVATION

-EMPATHY

-SOCIAL SKILLS

-introduced by Howard Gardner in 1983

E.MULTIPLE INTELLIGENCES

-Theory posits that      individuals possess different types of intelligences, rather than a single, general intelligence

Multiple Intelligence Theory

E.MULTIPLE INTELLIGENCES

introduced by

Howard Gardner in 1983

-is about discovering

F.QUANTUM LEADERSHIP

-an ongoing process of exploration, curiosity and asking questions (McCauley, 2004)

F.QUANTUM LEADERSHIP

-was described by Porter O'Grady and Malloch (2003) as NEW LEADERSHIP FOR NEW AGE

Quantum Leadership in nursing

Quantum Leadership in nursing was described by

-Porter O'Grady and Malloch (2003) as NEW LEADERSHIP FOR NEW AGE

MANAGEMENT THEORIES

ØEARLY LEADERSHIP THEORIES

ØCONTEMPORARY MANAGEMENT THEORIES

ØMOTIVATIONAL THEORIES

ØEARLY LEADERSHIP THEORIES

A.THEORIES EMPHASIZING ORGANIZATIONAL   STRUCTURE

B.THEORIES FOCUS ON HUMAN RELATIONS

A. THEORIES EMPHASIZING ORGANIZATIONAL STRUCTURE (EARLY LEADERSHIP THEORIES)

1) Scientific Management Theory
2) Taylor's System of Work Improvement

3) Systematic Management Theory

4) Organizational Theory

- developed by Frederick Taylor (1856-1915), an American engineer, in order to address the growing need to improve industrial production

1) Scientific Management Theory

1) Scientific Management Theory

- developed by

Frederick Taylor (1856-1915), 

an American engineer, in order to address the growing need to improve industrial production

Frederick Taylor (1856-1915),

 management and labor both want to increase productivity

CENTRAL PREMISE

- controlled observation of the workers' performance done with time and motion studies

2) Taylor's System of Work Improvement

- introduced by Henri Fayol (1841-1925), a Frenchman, called the father of Systematic Management

3) Systematic Management Theory

 introduced management principles with the aim of setting up a structure that would both promote order and raise worker's morale

3) Systematic Management Theory

 the right to give orders and the power to exact obedience

Authority

giving specific task to each worker

Division of Work

no slacking and bending of rules

Discipline

each employee has one and only boss to give instructions

Unity of Command

only one person is in-charge of the groups' activities

Unity of Direction

when at work, only work should be pursued or thought about

Subordination of Individual Interest

employees receive fair payment or compensation for services

Renumeration

consolidation of management functions

Centralization of Authority

- formal chain of command running from top to bottom of the organization

Chain of Command

focuses on importance of human elements

Decentralization of Authority

- all materials and personnel have prescribed values and places

Material and Social Order Embodied in the Institution's Policies and Regulation

 fair and just treatment

Equity and Justice

limited turnover of personnel

Stability of Personnel Tenure

 interconnectedness of people

Initiative Scalar Chain

line of authority

Hierarchy

the harmony and cohesion among personnel

Espirit de corps

•   proposed by Max Weber (1864 - 1920)

4) Organizational Theory

•   father of the Theory of Social and Economic Organization

•   proposed by Max Weber (1864 - 1920)

advocated a complex form of bureaucracy based on hierarchy of authority, division of work based on specialization of function

4) Organizational Theory

•   father of the Theory of Social and Economic Organization

Max Weber (1864 - 1920)

- developed by Mary Follet (1868 -1933), an American

1) Social Process

- known as the Mother of Modern Management

1) Social Process

- focused on the motivation of individuals and groups alike toward achieving a common goal

1) Social Process

1) Social Process

- developed by

Mary Follet (1868 -1933), an American

tested the assumptions of the scientific manage ment theory through studies called the Hawthorne Effect

Elton Mayo (1880 - 1949) & Fritz Roethlisberger (1898 - 1974) 

- Elton Mayo (1880 - 1949) & Fritz Roethlisberger (1898 - 1974) tested the assumptions of the scientific manage ment theory through studies called the

Hawthorne Effect

B. THEORIES FOCUS ON HUMAN RELATIONS

1) Social Process

2) Hawthorne Effect